Abstract
Purpose: This study seeks to understand 1) how managers’ own receipt of i-deals influences the decision to grant I-deals to the subordinate of the manager and 2) the impact subordinates’ i-deals have on their promotability. Managers’ servant leadership style is proposed to strengthen the association between managers’ and subordinates’ i-deals, while subordinates’ prosocial motives are proposed to strengthen the association between subordinates’ i-deals and their promotability.
Results: Findings from multilevel analyses results largely supported our hypotheses. Interestingly, managers’ own i-deals did not have a direct association with subordinate's’ promotability. Subordinates’ own i-deals acted as mechanisms through which the positive effects of managers’ i-deals are transferred on subordinate's’ promotability.
Limitations: The cross-sectional nature of the data and the single country data set limit the generalizability of the findings.
Research and Practical Implications: Given the rise of individualized HR practices across the globe, this study emphasizes how and why employees can achieve better career results in relation to i-deals. From a managerial perspective, this study highlights the importance of motives and leadership styles in a work environment, supportive of one’s career promotability.
Originality and Value: This study contributes to research on i-deals by 1) emphasizing the interplay between managers’ and subordinates’ I-deals and 2) exploring the role of work context in the association between I-deals and career promotability. The use of a cross-sectional design and our reliance on a particular type of I-deals (i.e., developmental i-deals) are some of the limitations of this study.
Results: Findings from multilevel analyses results largely supported our hypotheses. Interestingly, managers’ own i-deals did not have a direct association with subordinate's’ promotability. Subordinates’ own i-deals acted as mechanisms through which the positive effects of managers’ i-deals are transferred on subordinate's’ promotability.
Limitations: The cross-sectional nature of the data and the single country data set limit the generalizability of the findings.
Research and Practical Implications: Given the rise of individualized HR practices across the globe, this study emphasizes how and why employees can achieve better career results in relation to i-deals. From a managerial perspective, this study highlights the importance of motives and leadership styles in a work environment, supportive of one’s career promotability.
Originality and Value: This study contributes to research on i-deals by 1) emphasizing the interplay between managers’ and subordinates’ I-deals and 2) exploring the role of work context in the association between I-deals and career promotability. The use of a cross-sectional design and our reliance on a particular type of I-deals (i.e., developmental i-deals) are some of the limitations of this study.
| Original language | English |
|---|---|
| Title of host publication | European Work and Organisational Psychology Conference Abstract Book 2017 |
| Publisher | European Work and Organisational Psychology Conference |
| Publication status | Published - 2017 |